E32 MAI Retention and ReEngagement in HIV Care Project

Report
Minority AIDS Initiative
Peer Re-Engagement Project
Nancy Daniels, PATH Center
Carmen Rivera, PR CoNCRA
Patty Valdez, Care Resource
Mariana Sarango, Boston University School of Public Health
Background and Significance
Intervention Goals

◦
◦
◦
◦
◦
◦
Increase retention in care for out-of care PLWHA
Link at-risk newly diagnosed PLWHA into HIV care
Increase the percentage of PLWHA with viral load suppression
Increase knowledge of HIV treatment
Improve self-efficacy
Improve health-related quality of life
Targeted intervention:

◦
◦
◦
3 identified target areas where HIV epidemic is growing:
Miami, Puerto Rico, and New York City
Communities of color
Populations that require support with housing, mental health, or
substance abuse problems
Missed Opportunities in the
Continuum of HIV Care
Source: Cohen et al., MMRW, 2011
Study Design Overview
•
•
Multi-Site Evaluation
Randomized clinical trial
•
•
•
Peer Intervention
Standard of Care
Significance:
•
•
Limited research and formal evaluation, which focuses
on peer program and treatment adherence outcomes
Filling the gap: peer interventions and retention in HIV
care
Intervention Model

Identification of target populations:
◦ Out of care
◦ New patients and newly-diagnosed patients at risk for falling out of care

Outreach to target populations to bring into care, enroll and
randomize to study arm:
◦ Peer Intervention
◦ Standard of care

Peer Intervention Training:
◦
◦
◦
◦


Peer Core Competency Training
Interdisciplinary Team Training
Peer Supervision Training
On-going Support (e.g. Peer Conference Calls, refresher and follow-up
trainings for peer and intervention staff, as needed)
Integrating peers into health care team
Structured Peer-Client sessions to promote behavioral change and
increase retention
Implementing the Peer
Intervention
Nancy Daniels, Program Coordinator
Re-Engagement Project (R.E.P.)
PATH Center
Identifying Peers


A collaborative effort
Staff members try to identify clients that:
◦ Exhibit responsible behavior (e.g. are adherent to
their medication regimens)
◦ Desire to obtain employment
◦ Have been able to maintain viral load suppression,
◦ Possess desire to help others.
Useful to consider clients who may already work
part-time and would like to transition to a fulltime position.
 The transition peers have made from client to
employee has been a positive occurrence
observed by other clients.

Assessing Peer Readiness
Things to Consider:
 Is this individual ready to become fully employed if he
or she has not been for some time?
 Is this job likely to bring negative consequences to the
individual such as straying from treatment regimens,
relapse (for those with history of substance abuse), or
mental health problems?
 Does individual feel comfortable disclosing his or her
HIV status?
 Does the candidate demonstrate empathy and
compassion?
 Does this individual seem motivated to serve as a role
model to others living with HIV?
 Will this individuals benefits package be affected?
“The transition from part-time to full time has been difficult. The
time constraints, decrease in flexibility, having to consistently
rearrange the children’s appointments as to coordinate with family
members has created a more complex family dynamic. There has
been loss of friendships based on the change in work schedule.
Friends may feel like you don’t have time to talk or hangout with
them. This is the price I have to pay for my personal growth.”
- R.E.P. Peer
Peer Training

5 Day Core Competency Training
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
Peer Roles
Peer Communication Skills
HIV Basics
HIV Life Cycle
HIV Medications
Peer Disclosure and Supporting Clients with Disclosure
Assessing Adherence
Drug Resistance
Understanding Lab Values
Values and HIV Stigma
Motivational Interviewing
Depression and HIV
Harm Reduction
Sexual Health
Documentation
Confidentiality & Boundaries
Peer-Case Manager Sessions
“The training prepared us for the work that we
currently do. It really prepared us for interacting
with clients.”
- R.E.P. Peer
Hiring Process

Organizational challenges
◦ Extremely rigorous hiring process at The Brooklyn
Hospital Center
◦ Numerous clearances, background checks, and
require absolute transparency about past history
It is important to reassure peers that all staff
must go through this process and they can do it
too
 Should provide support to peers and advocacy
on their behalf

Implementing Peer-Client Sessions

Structured educational sessions, in addition to informal check-ins
and support, are the meat and bones of the intervention. The topics
covered:
◦
◦
◦
◦
◦
◦
◦
◦

Introduction and Assessment
HIV transmission & Viral life cycle
Effective Communication and Self-Advocacy
Understanding Lab Values
HIV Medications
Drug Resistance & Adherence; Understanding and Managing Side Effects
Disclosure and Stigma
Harm & Risk Reduction
Peers are provided a Peer-Client Sessions Manual that was
developed using materials from the Core Competency Training.
◦ Also do additional research to provide information to clients from
reliable sources.
Intervention Implementation
Challenges
Securing physical space to conduct peerclient sessions
 Scheduling with clients
 Operationalizing program across two sites

Overcoming Challenges

Flexibility in scheduling location and times with
clients
◦ Availability across both sites
◦ Meeting clients where they are
◦ Coordinating session times with medical appointments
Coordinating with other staff and partner
agencies to locate clients (e.g. verifying contact
information)
 Reaching clients via communication means that
are convenient for them (e.g. home visits,
Facebook, etc.)

Role of Peer
Within Health Care Team
Carmen M. Rivera, Study Coordinator
Project Acércate
PR CoNCRA
Defining peer roles and
responsibilities
Peers serve many roles as part of the
medical care team and within the social
support systems needed by participants.
 Their roles and functions are aimed at
improving and enhancing the lives of
those living with HIV.

Defining peer roles and
responsibilities

Defining roles and responsibilities of the peer is
critical to program success.
• Avoids overlapping or duplication of responsibilities with
other members of the clinic (particularly case managers).
•
Job description should be developed and shared with
members of the management team, external
consultants, and representatives from funding sources.
• Review job description closely with peers; this can be
done as part of the recruitment process.
• Job description is useful in different instances: to clarify
expectation, as a tool to provide feedback at regular
supervision meetings, and as an evaluation tool for job
performance, among other things.
Boundaries

Defining peer roles is critical in order to establish
boundaries peer role vs. the role of other staff
members. Similarly, it is important to:
◦ Explicitly state how other staff members (physician, nurse,
case manager, etc.)will be expected to work with the peer.
◦ Identify and training staff who will be supervising the
peers.

Establishing boundaries between the peer and clients
is also essential.
◦ Peer supervisor should clearly define when exceptions can
or can not be made, and why.
◦ The peer should be prepared to respond to clients in a
way that honors the nature of the relationship without
compromising the role of the peer or the Organization.
Peer Supervision
Three different styles are required:
 Administrative
 Supportive
 Clinical
Supervision
Supervision
Supervision
Administrative Supervision
 Setting
clear job description and expectations.
 Developing action plans, goals, objectives and
activities aligned with mission statement.
 Supporting team integration efforts.
 Managing logistics (administrative and
programmatic).
 Evaluating effectiveness of peer intervention and
activities.
 Assessing training and mentoring needs.
 Monitoring peer caseloads.
 Problem solving.
Supportive Supervision
General principals:








Create a safe space where the peer is encouraged to share
concerns.
Provides individualized training and support to each peer.
Monitor cases loads.
Help peers manage feelings that may arise about or towards clients.
Assist peers in maintaining appropriate expectations for themselves
and the clients.
Help peer identify and build on what works or is effective with
participants.
Ensure that peers stay within the scope of work and make
appropriate referrals when necessary.
Takes into consideration the different experiences of the peers
who may be working for the first time in a highly professional
health setting and who are bringing their personal wisdom,
information and knowledge from their own lives.
Clinical supervision
Provides opportunity for peers to:
Learn about transference/countertransference issues and
how to manage them.
 Job related stressors and how they might impact on their
own health and well being. Supports development of client
care plans
 Ensures that peers work with scope of their role and make
appropriate referrals if needed.
 Supports the peer in understanding how the work affects
him/her at an emotional level.
This supervision needs to be provided by a licensed
professional because it requires specialized training and skills
in psychological theory.

Integrating Peers into the Health
Care Team

Initial assessment:
◦ Review of standing operations, protocols, and procedures.
◦ Identification of specific areas where the peers can
contribute.

Work with Case Managers and CM Supervisor
◦ Design specific mechanisms and procedures for peers
support facilitate provision of services as part of a holistic
multidisciplinary team.
◦ Promote case conferencing meetings with case managers.

Peers should participate in relevant staff and team
meetings, educational and training activities, and other
activities in which they may provide support and/or
learn from the experience.
Promoting the Peer Program

Involve different staff members in Program design and
implementation.
◦ Share work plan, goals, objectives and activities, and peer
job description with key staff.
◦ Make presentations on the status of the program and work
of the peers during personnel meetings.
Provide peers with opportunities to present to the
multidisciplinary team about their work.
 Use all modes of communication available to keep the
multidisciplinary team informed of program progress.
 Carefully professionalize the Peer program without
compromising the essence.
 Always strive to maintain credibility and integrity
of the peer intervention and activities.

Managing Peers Who Are Clients

Several considerations need to be addressed during the
recruitment and hiring process (some may need to be
revisited), including:
◦ The effect of salaries and compensation on benefits or
entitlements such as: Food Stamp program, Housing program,
health benefits, among others.
HR and managers should be informed about state benefit
requirements and refer peers to a benefits counselor, as
needed.
 Peer needs clear information on Human Resources Manual,
personnel policies and other institutional policies within the
Organization.
 Supervision should provide flexibility in order to manage
health issues and social support needs of peers.

Challenges
Integrating peers into the healthcare team has
presented some challenges:
 Impact on the culture of the Organization
 Gaining trust and credibility within the
multidisciplinary team
 Professionalizing the Peer Program without
losing essence
Overcoming Challenges
Provide trainings for peers, Early Intervention
workers, case managers, nurses and other
medical staff.
 Ensuring peer participation in multidisciplinary
team and case management meetings.
 Consistency in building trust, credibility and
professionalizing the Peer Program.
 Build on the common commitment and passion
of all members of the multidisciplinary team.

Methods to Identify
Out-of-Care Patients
Patty Valdez, Program Coordinator
Peer Re-Engagement Project for Men (PREP-M)
Care Resource
Initial Strategies of Identification

Initial list generated from Ryan White
database – CaseWatch – of out-of-care
patients. Two major inaccuracies were
discovered:
◦ Outdated contact information
◦ Patients appearing on list that had not actually
fallen out of care

Newly diagnosed patients identified through
◦ Referrals from the Department of Health
◦ Internally through testing department, Health
Promotions
Back-Up and Revised Strategies of
Identification

Peers worked closely with staff across the agency
to identify patients that were truly out of care.
Constant communication and meetings with the
following personnel facilitated this process:
◦ Medical case managers
◦ Medical providers (e.g. nurses, physicians)
◦ Outreach specialists


Close review of medical
Transition to new Electronic Medical Records
(EMR) software, Intergy, which facilitated in
generating a more accurate list with updated
contact information and information regarding last
missed appointment
Peer Role in Identification Process

Peers play an integral role in the process
of identifying out of care patients
◦ Constant communication with medical case
managers, outreach specialists, and other
providers at the agency
◦ Intensive outreach to clients via phone calls,
fieldwork at partner organizations (e.g.
residential treatment agencies, homeless
shelters), and home visits
Other Staff Members Roles in
Identification Process

Identifying out of care and newly diagnosed
patients is a collaborative effort that requires
cooperation between many staff members,
including:
◦ Outreach supervisor and specialists who receive
referrals
◦ Medical case managers and other providers who
identify and refer patients who have not been in care
◦ Data managers who generate lists
Tracking and Documentation of
Outreach
A great level of effort is require in the process
of identifying, locating and connecting clients to
care
 Identifying strategies that are most useful in
identifying patients has been successful as a
result of trial and error, and intensive
documentation of contact attempts and
resulting outcomes of these contacts

Challenges

Inaccurate lists that were generated initially via
CaseWatch

Outdated contact information for an often
transient and hard-to-reach population
Overcoming Challenges

Collaboration across the agency
◦ Promotion of program across the site to secure buyin and awareness of other staff
Intensive outreach to locate clients
 Transition to new EMR software that captures
more accurate client information

Evaluation

Methodology
◦ Longitudinal (Baseline, 6- and 12-month follow up)
◦ Enrollment and Randomization

Process Measures
◦ Methods of identification of target population
◦ Organizational and structural characteristics of
successful interventions
◦ Level of effort to engage or re-engage in care

Outcome Measures
◦ Clinical: CD4 and viral load, medical visits, quality of
care
◦ Intervention: HIV knowledge, self-efficacy, quality of
life, stigma, dose-response
Multi-Site Enrollment and
Randomization Process
Evaluation

Data Collection
◦ Web-based data collection
◦ Audio Computer Assisted Self Interview
(ACASI)
◦ Tele-forms

Evaluation Instruments
◦
◦
◦
◦
Client surveys
Chart review tool
Peer encounter forms
Out-of-care summary forms
Questions?

similar documents